Semantic discovery and reuse of business process patterns

Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse

Enterprise resource planning systems implementation and the implications for the internal audit function

This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University.Corporate governance has received increased attention from both regulators and researchers in recent years resulting in highlighting the significance of the internal audit function (IAF). Another transformative force on the IAF has been the dissemination of enterprise resource planning (ERP) systems which have an impact on the legitimacy of the IAF if it is not suitably adapted. However, there is insufficient knowledge about the adaptations of the IAF which are required if it is to maintain its essential role in governance. This thesis extends our knowledge by exploring and theorising the adaptation of the IAF after ERP introduction. This thesis uses institutional theory as a lens through which to investigate how the IAF responds to the external governance pressures and the internal pressures of the control logic following the introduction of an ERP system. Data were gathered from two listed companies in the food and beverage sector and two large banks operating in Egypt, where one of each pair is an international company and the other is a national company. Interviews and focus groups were conducted with all stakeholders in addition to careful analysis of a number of internal and external documents related to the ERP and the IAF. The study finds that governance pressures related to the IAF determine the legitimisation criteria for the IAF. There is little coercive governance pressure on the IAF in Egypt. However, international companies with operations in Egypt have introduced normative governance pressures as a result of their compliance with stock exchange rules in other jurisdictions. Therefore, mimetic behaviour has helped in transferring the IAF response to ERP implementation. ERP systems carry new control logics based on some interlinked assumptions, which have affected the IAF. The ERP system’s control logic is aligned with the corporate governance goals and objectives, but further alignment is needed to make the best use of the ERP system in enhancing internal control. The introduction of an ERP system produces uncertainty about the IAF’s activities, which motivates it to adapt by changing its practice and structure. The changes in the IAF are dependent on the strategic response adopted by the auditors, which range from acquiescence to defiance. These responses were found to change over time. The differences in responses result in different outcomes for the IAF adaptation. In the international companies the implementation of an ERP system motivates the IAF to be integrated and have a comprehensive scope, whereas in the national companies change was resisted and the role of the IAF was significantly diminished. The IAF’s legitimacy maintaining strategies depend on the coercive and normative governance pressures, which give directions about how to maintain legitimacy. This study offers an explanation of how information systems contribute to the IAF’s professional stability or change and of how macro-governance pressures can bind micro-IAF practice within organisations.

Development of a robust and resilient Supply Chain System for selected companies in Gauteng

Abstract: These days, in the extremely competitive nature of business, nearly every big business has to reap the benefits of investing in improvements of its supply chain. The beginning of the upgrades is considered together with the examination concerning profits and most organisations have addressed measures that a supply chain execution and monitor changes in order to drive the benefits of their business. While execution estimation is basic, most organisations either measure excessively or pay little attention to supply chain. Different weaknesses may incorporate; an excessive number of measurements, disconnected measurements, clashing measurements, obsolete measurements, temperamental information, and absence of possession, among others. Some organisations measure incorrect variables in their pursuit of their objectives. This is detrimental to the realisation of these objectives and this affects the organisation. Framework estimations lead to improved framework. "Estimation is the initial step that prompts control and in the long run to progress. In the event that you can't gauge something, you can't get it. On the off chance that you can't get it, you can't control it. On the off chance that you can't control it, you can't improve it" (Harrington, 2012)...M.Ing. (Quality and Operations Management

Business Process Outsourcing: An Exploratory Study

This study examines the emergence of Business Process Outsourcing (BPO) in white collar occupations. Recent BPO practices are compared to the offshore outsourcing of production in the context of the shift from Fordist to flexible production. The study considers BPO in light of Harry Braverman\u27s theory of work degradation and whether or not BPO extends the traditional division of labor between conception and execution to higher skilled white collar occupations. An exploratory qualitative approach comprised of informant interviews, a focus group, and literature review was used to analyze how BPO occurs, why it happens, and where it takes place. I discuss the role of politics and corporate culture in outsourcing white collar jobs and examine the practice of transitioning workers from client to BPO service providers. The study concludes with a skill-based typology of BPO services and suggestions for policy and future research

Interpreting and applying demand driven MRP: a case study

Purpose – The purpose of this research is to evaluate Demand Driven Material Requirements Planning (DDMRP) in the context of improving the performance of a printing ink manufacturing company. The main issues the company is facing include poor due-date performance, stock levels not corresponding to the actual market needs and overall system instability leading to inefficiencies. The research evaluates the assumption underpinning Material Requirements Planning (MRP) and the Theory of Constraints (TOC) before considering their integration to meet the requirements of this company, with particular reference to a recent development entitled DDMRP. Design/methodology/approach – Case research was used to establish the underlying issues through semi-structured interviews, observation, Enterprise Resource Planning (ERP) data and questionnaires. This analysis was then compared with the assumption underpinning generic TOC solutions before conducting a simulated evaluation to compare past ERP decision making with DDMRP. Findings – DDMRP is shown to embody the concepts of buffer aggregation and buffer management within the context of dependent demand planning, effectively integrating MRP and TOC. The underlying production planning and control issues of the company were found to be consistent with the literature associated with the limitations of MRP and a good fit for the core issues traditionally addressed through TOC applications such as Drum Buffer Rope (DBR). The integration of this aggregated buffer management approach with MRP dependent demand within DDMRP provided further enhancements applicable to the company. This evaluation involved simulation, which shows the merits of DDMRP in the area of standardization of production-relevant decision-making and stock adjustment towards improving availability shown by roughly 45% reduction of high and low inventory alerts and a 95% reduction of stock outs over the period in focus. However, it is acknowledged that the improved simulated performance was not fully attributable to the adoption of DDMRP concepts. Research limitations/implications – The document uses a selection of relevant pieces of the literature from the areas of MRP/ERP, continuous improvement and DDMRP that have the potential to be supportive for assessing DDMRP as a performance improving methodology. However, since the amount of literature available on DDMRP is very limited, a comparison of the results with others’ findings is not possible. Furthermore, the primary data used originates from one specific company only. The resulting case study approach is therefore limited to a single case, which might limit the generalizability of the findings to an extent. However, since many companies are suffering from MRP shortcomings and TOC ideas like buffer management or dynamic buffers have been proven to deliver promising results in many applications, at least an assumption of a certain degree of generalizability could be justified. Further research needs to verify if the findings are replicable in comparable scenarios. Originality/value – DDMRP is a new commercial development that has not previously been the subject of a research study. The value of this research is in evaluating the key features of this planning and control system using real company data. By doing this, it is one of the first published projects in this area

Effective Utilization of Historical Data to Increase Organizational Performance: Focus on Sales/ Tendering and Projects

Master's thesis in Offshore technologyIn Oil and Gas industry there was not enough focus on this topic as cost was not a big factor in good olden days. But the sensational drop in oil prices below US$40 per barrel at the end of 2015 made the price more than 60 percent down compared to the one in previous years. It’s clear that the sector is going through one of the most transformative periods in its history. This situation has created more challenges to all O&G company leaders by forcing them to change their business strategies. The operating companies in the Oil and Gas industry have been focusing to reduce costs and increase organizational performance. Accordingly suppliers companies need to acknowledge their focus on the efficiency and optimization of resources to be able to sustain and grow in a competitive market. It demands better control of estimates and cost on future sales/tendering process. As quoted by one of the Operations Managers “An informed organization saves cost and wins faster”. The only way to get reliable information for any organization is by analyzing ‘what happened in the past’ and what we learned from it. In other words this is achieved through utilization of historical data from previous projects and by developing benchmarking metrics. Further, usage of the historical data can improve estimation and scheduling, support strategic planning, and improve the organizational processes. The historical project data or information can help in making strategic business decisions in any Organization. It can play a significant role in providing very distinct advantage over the competitors. Historical data can help the management to decide what projects are right for the future of the company and which projects can be avoided. Further, it can help to learn from past mistakes and win future bids by not repeating them. Most of the top management understands the importance of having and using historical project information or data. The problem is that very few companies have the methodologies, procedures, and systems in place to effectively use this information to improve their project processes and to support the estimation, scheduling, and control of future projects (opportunities). The present work focuses on historical data, estimation process and lessons learned for enhancing organizational performance. Further, the work includes a case study and number of expert interviews conducted at ABB. The work discusses how to collect, normalize, and analyze historical project data to develop practical information. Three models have been developed for project estimation process with a feedback loop, Lessons learned process model and Historical data utilization process. The recommendations have been made to use the historical data for establishing references for the sales/tendering department for future estimates, which can reduce the dependency on manual or a single person’s judgment and improve the estimation process. Some suggestions have also been made for establishing lessons learned process which can improve organizational performance. The results from analysis show that by applying the recommended processes, organizations can achieve efficiency through easy access and storage of historical database, easy access to lessons learned, measurable KPIs. Also use of key variables like project complexity and severity of requirements for estimation process and historical data process can form a better relation for data analysis and utilization.AB